All categories/Finance and operations
Finance and operations
Budget, cost, statements, pricing, cash flow. Separate accounting from management views.
35 entries here · one process per category, checkpoints written per job
- Budgeting: backwards from activitiesNext year's budget, last year's was guessed.
- Cost control: structure firstA blanket ten percent cut across departments.
- Cash flow: how many monthsProfit on paper and tightening cash.
- Pricing: variable cost firstPricing a product with no basis.
- Break-even: how much to sellA new line and the scale needed.
- ROI: payback in yearsCapital spend needing a return calculation.
- Expense approval: clear rulesExpense approvals causing constant friction.
- Cost allocation: defensible splitsAllocating shared costs and nobody accepts the split.
- Receivables: collection priorityReceivables piling up with no collection priority.
- Inventory capital: how much is tied upHigh inventory value and no clear target.
- Financing: beyond the interest rateComparing financing options.
- Tax basics: what not to doUnderstanding tax risk exposure.
- Operating review: what to bringA monthly review where finance reads numbers aloud.
- Forecasting: three scenariosA twelve-month financial forecast.
- Procurement: beyond unit priceSuppliers with very different quotes.
- Margin drop: two points, whyMargin fell two points and the reason is required.
- Cash plan: the next three monthsEnsuring cash does not run out in the next quarter.
- Income statement: revenue up, profit flatRevenue up twenty percent and profit flat.
- Balance sheet: where the money came fromA balance sheet with no obvious focus.
- Cash flow: is negative operating cash normalNegative operating cash while growing.
- Reconciliation: when the statements disagreeThe three statements do not tie.
- Ratios: five numbersA quick read on financial health.
- Budget variance: classifying causesA department over budget needing variance analysis.
- Customer profitability: who loses moneyMany customers and no idea which are profitable.
- Product profitability: what to cutToo many lines and diluted resources.
- Expense review: is this spend justifiedOne expense line growing fast.
- Month-end close: three daysClosing takes ten days.
- Notes: disclosing judgementsMinimal notes and an audit request to expand.
- Audit prep: what to prepareAnnual audit approaching with no preparation.
- Invoices: which ones to rejectInvoices of uncertain validity.
- Management report: one pageA monthly management report with no clear content.
- Cost structure: the tipping pointHow much revenue can fall before losses.
- Price increase: three calculations firstCosts are up and a price rise risks customers.
- Diagnosis: three numbersLots of data and no starting point.
- Investment terms: financial riskAn investment with financial covenants.
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